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30/07/2024

Organizational Culture or Organizational Awareness?

Writes Gevasol’s founder and CEO, Gideon Yadin:
“As The Gevasol Group evolved, my ability to manage and lead processes decreased, and professional managers stepped in to fill the void I created.

What they told me resonated with me: My true value lies in connecting people and development teams and encouraging them to collaborate without preconceived notions or trying to “fix” and “adjust” one another.

Developing new products at Gevasol involves bridging gaps between countries, technologies, languages, and time zones.

It’s challenging—even Sisyphean. Each team is tempted to give up on their colleagues, and the mediator is equally tempted to give up. But the persistence is worth it for the synergy.

Through such experiences, I’ve reevaluated the traditional notion of “organizational culture.” Instead of a single, unified culture, I feel that we should foster “organizational awareness,” adapting to the complexities of human interaction and being aware of the ever-shifting dynamics within the organization.

In practice, it is as simple as listening, paying attention, and noticing how people interact around us.

Doing so lets us understand the forces at work in our organization and the guiding values and unspoken rules that operate among our people.

It allows us to sense the personal networks that make the organization run and know how to form a coalition of tribes to get things done.” In the photo, teams from three countries are meeting in the Netherlands.